In the modern workplace, data is no longer a hidden ally —it has become the guiding force steering organisations through the complexities of talent management. Workforce analytics, once considered a supplemental HR tool, now serves as a strategic compass, allowing companies to predict attrition, optimise team performance, and shape a thriving workforce in an increasingly competitive world.
“People analytics is not just about crunching numbers; it’s about empowering organisations to address challenges proactively and make informed decisions,” says Vivek Tripathi, VP-HR, Newgen Software. For many companies, this transformation has become the bedrock of their talent strategy.
“People analytics is not just about crunching numbers; it’s about empowering organisations to address challenges proactively and make informed decisions.”
Vivek Tripathi, VP-HR, Newgen Software
One of the most impactful applications of workforce analytics lies in predicting attrition, a challenge especially pronounced in industries with high demand for niche skills. For instance, Newgen Software uses historical data to identify turnover patterns, revealing that engineers with 0–5 years of experience are more likely to leave compared to senior professionals. By identifying such trends, the company can introduce targeted engagement strategies to retain critical talent.
Similarly, Infosys leverages predictive analytics to flag employees at risk of leaving, enabling HR teams to step in with customised retention plans. In customer-facing roles within the banking sector, where attrition tends to run high, data helps HR design mentorship and career growth programmes tailored to individual needs, bolstering retention rates in key areas.
“By analysing trends, organisations can determine the right balance between full-time employees and contractual workers, preventing overstaffing or shortages during peak periods.”
Udbhav Ganjoo, head-HR-global operations, Viatris
Workforce planning is another domain where analytics has proven invaluable, ensuring precision in resource allocation. By analysing trends, organisations can anticipate skill gaps, optimise staffing levels, and strike a balance between permanent and contract workers to avoid overstaffing or shortages during peak periods.
Effective workforce planning lies at the heart of organisational efficiency. With analytics, companies can forecast needs, optimise staffing levels, and bridge critical skill gaps.
“By analysing trends, organisations can determine the right balance between full-time employees and contractual workers, preventing overstaffing or shortages during peak periods,” explains Udbhav Ganjoo, head-HR-global operations, Viatris.
At Newgen Software, workforce analytics revealed a lack of domain expertise for specific banking projects, prompting the company to develop focused hiring and training initiatives. IBM also discovered a growing need for AI specialists through workforce data, leading to targeted upskilling programmes to prepare employees for emerging roles.
Beyond resource management, workforce analytics is revolutionising performance measurement. Traditional annual appraisals are increasingly supplemented by real-time metrics such as attendance, engagement surveys, and peer feedback, offering early indicators of employee performance. “Metrics gathered within the first few months can predict long-term success,” explains Tripathi.
Salesforce has harnessed this capability to identify high-potential employees early on, fast-tracking them into leadership development programmes. Meanwhile, signs of disengagement are flagged promptly, allowing organisations to intervene before issues escalate.
The benefits of workforce analytics extend beyond individual performance to overall organisational efficiency. Ganjoo explains how Viatris uses analytics to enhance well-being programmes. “Data on absenteeism and workplace injuries helps design initiatives that reduce burnout and improve overall health,” he notes.
Productivity metrics aligned with key performance indicators (KPIs) enable organisations to address inefficiencies at both team and departmental levels. Analytics also helps optimise costs by closely monitoring labour expenses, overtime, and hiring budgets without sacrificing productivity.
Despite its promise, the adoption of workforce analytics comes with challenges. Data illiteracy among leaders and resistance to change are among the most significant hurdles. Tripathi emphasises that leaders must engage with analytics actively rather than delegating its interpretation.
Organisations such as Procter & Gamble have made data review a regular practice among executives, embedding accountability into their culture. At GE, targeted training helps managers understand and act on analytics insights, addressing gaps in data literacy.
Resistance to change is another obstacle, particularly when analytics challenges long-standing practices. One manufacturing firm initially pushed back when analytics highlighted inefficiencies in a well-established process, but through workshops demonstrating the tangible benefits, stakeholders were eventually won over.
As organisations increasingly turn to analytics, its role as a driver of transformation is undeniable. From predicting attrition risks to crafting personalised career paths, workforce analytics has evolved into a necessity in today’s talent-centric economy. “Workforce analytics is not about numbers; it’s about creating an organisation where talent and business goals align seamlessly,” Tripathi concludes, underscoring the potential of data to inspire a future-ready workplace where people and performance thrive together.
